Kadir's Blog on Everything

Mobile, Consumer Products, Product Management and the Miscellany

…jobs we hire a PC to do are being increasingly done by dedicated devices. If Adobe wants to be relevant in a world where users interact with as many as five different devices in a day, then a per-device licensing model is clearly unsustainable.

Enter the SaaS model. Users can use Adobe products on as many devices as they wish. It is, ultimately, an obvious and necessary shift, and kudos to Adobe for doing it.

He went on to discuss how difficult it is to monetize productivity software and discussed how this model increases the fair value for Adobe (instead of making money on new releases) and different types of consumers (One-off, professional and enthusiast). 

Consider again the three types of consumers I listed above:

  • The price is much more approachable for Consumer A. He can “try out” Photoshop, and if he ends up not using it, he can simply end his subscription. More importantly, there will be a lot more Consumer As, and some of them will stay subscribed.
  • Consumer B will get a great deal right off the bat, but as she uses Photoshop throughout her career, Adobe will be along for the ride, making revenue every month as opposed to every few years.
  • Consumer C is similar to A: Photoshop will be much more approachable, and there will be a lot more Customer Cs. As they become real users, Adobe moves with them.

Adobe can make money out of Consumer A and C who never ventured into photo editing due to high cost.

Posted at 2:29pm and tagged with: Product Management, business model, Cloud, service, adobe,.

Amazon recommendations worked for certain categories like books – people with similar tastes bought similar books and the set diagram approach (affinity analysis) to recommendations worked for them. However, Amazon expanded to include more items, various suppliers and it is time recommendations improve along the business.

Amazon has two sets of users – people who go there with a specific item in mind and want to find a better bargain for a particular item. Other group of users goes to Amazon with a specific category in mind, like Eau de Cologne or movies. They know that they want to buys something new but do not know which brand or item to buy. They are there to browse through and find an item – existing recommendations does not work for them.

Recently, I was after cologne or two. I was not sure what I want so I thought I would browse the store and find something interesting. In the home page, I see list of items I viewed recently. If I go to a category, then I see ‘Customers who bought items in your recent history also bought…’ I see lot of recommendations there but they are items I just browsed.

This is where the recommendation is failing – I like particular type of colognes but I do not see them in the list at all. It was not personalized to me.

Let us take, Terre D’hermes for example. It is woody spicy with citrus accord. I like it and I bought it last summer. Comparable colognes would be Allure Homme Sport, La Nuit de l’Homme and to some extend Acqua di Gio Pour Homme and L’eau D’Issey pour Homme. I provided these as an example because they are either Citrus accord or woody spicy / woody aquatic variants - chances of me buying these something would increase if I see any of these in my recommendation tab.

Instead, I saw recommendations that were totally off including ‘Paris Hilton for Women’ and ‘S by Shakira’.

Amazon has everything going for them: tons of products, tons of transactions and tons of people and purchase / behavior history of users. Is there a possibility to fine-tune the recommendations?

I think the key is to use the metadata. Though Amazon never exposes the tags, I was able to find it buried in the recommendations page. Recommendations page let’s you customize your recommendations and rate products similar to Netflix’s recommendations page. In there, I found Amazon’s tag associated with Terre D’hermes. I can add the tags to the product. They are crowd sourced and not perfect.

My biggest problem is that they make you do lot of work to set up your recommendation. Even for items from your previous purchase needs addition of tags so they could be used for recommendation.

Also, these tags should be part of the item’s inventory. It can include user tags but each items should have attributes as tags. If Amazon has it, it was not exposed. I am going to assume that it does and hypothesize how it can used to improve recommendations.

Based on my previous purchase history, t would be awesome to see a capped list of ‘earthly’ colognes because of my previous Terre D’hermes purchase. Generally people prefer heavy colognes for winter and lighter / fresh ones for summer. Based on season and purchase pattern, I could get different colognes or fine-tuned ‘earthly’ colognes selections based on different variables. It is one step better than just purchase history. Items with more peer reviews should be a variable too – more positively reviewed items should get higher weight.

Just for colognes, there is lot of variables and signals for a targeted recommendation. For clothes, kids shopping, etc., you need to find set of unique variables and signals for recommendations. Fashion shops / designers have unique style, people from different countries buy different styles of clothes, colors size, other clothing articles to complete your set, season, and even clothing cuts (European, regular, slim), etc. are signals for recommendation. If you use these against a person’s purchase history, the recommendation will get better.

With Kindle, Amazon is in a unique place to recommend targeted personalized options. They have huge data set and through Kindle more personal data that other online retailers might not even dream of. Shows and movie people watch, social graph – Facebook attributes like birthday, friends list, likes, check-ins, following, etc., can help personalize better. Kindle can leverage ‘X-Ray’ and recommend purchase options for certain show or events. For example, Oscar Red Carpet event can have purchase recommendation for original / similar accessories, clothes worn by the actors / actress.

A ‘Similar’ category should not only generate other clothing options but also lower / higher price points for a particular item.

Recommendation is science but also an art. It takes lot of data, interpretation of data, user behavior to get there. Personalized recommendations provides 10% boost to the sales per various case studies – even if revenue increases by 1-2%, it is a good chuck of change. 

Amazon is a data driven company – they capture and analyze lot of data and experiment them to increase sales. I am curious whether they do anything similar to what I have outlined for recommendations.

Posted at 2:22pm and tagged with: Amazon, Product Management, Recommendation,.

No matter how good your instincts are, you don’t really know that adding this new feature is going to be an enormous hit with your users. Sometimes you’re right, and the feature is a game changer, but just as often, an unvalidated feature has a negative ROI.

Good product managers do as much work as possible ahead of time to figure out if they’re spending their resources on the right stuff. Maybe they devise a small experiment to test whether people will use the feature. Maybe they do a very small version of the feature first. Maybe they do a concierge version of the feature. Hell, maybe they even sell the feature before they build it.

Whatever their strategy, good product managers validate their features before they build them, and that’s why their ideas are so much more likely to improve the bottom line of the company. They don’t necessarily have better ideas. They just kill the bad ones before spending too much time on them.

Posted at 11:51am and tagged with: Product Management,.

Payment services have very small margin - traditionally 2.75% per transaction. Not many businesses can survive with that margin; cost of acquiring new users, fluctuating transaction volume from small vendors would make it hard for any company to survive. 

VeriFone exited from mobile payments. Square was one of its main competitor who focuses solely on mobile transaction business. Paypal, MasterCard, Groupon have other line of businesses.

Should Square pivot? 

Just like Bergeron suggests, Square has started to shift its focus toward providing other services. For instance, it would like consumers to visit its mobile app to discover new local restaurants and find offers and discounts. A recent partnership with Starbucks, in fact, is designed to help lift consumer adoption of its mobile app. Rather than use the standalone Starbucks application, consumers will be encouraged to pay for their lattes with the Square Wallet.[1]

Posted at 4:47pm and tagged with: Square, Mobile, Ecommerce, Product Management, Strategy,.

Flurry redid a similar report they published three years before. It is pretty interesting to see the categories in different quadrants but not surprised at all. 

It shouldn’t affect your app but knowing where you are should help you monetize better. If you are publishing a personalization app, it won’t make sense to have in-app subscription. Rather, you would charge for download. 

Another titbit

Compared to Flurry’s 2009 analysis, 90-day retention rates have increased from 25% to 35%. Additionally, frequency of use has decreased from 6.7 in 2009 to an average of 3.7 now. 

Posted at 4:42pm and tagged with: Reports, Mobile, Flurry, Product Management,.

When you start a service, you will not know when and how users are going to use your product. However, there is a cost for running a service. I thought I could get better number for my budget and financial model by following usage pattern. It will also help with scalability planning. 

Why usage pattern? I want to eliminate under utilization of the resources first. It is an easy savings. 

I know how many users I was targeting over a period. I worked out how many of them are going to use desktop, smartphone and tablet. (It is based on target demographic including socio-economic status, GTM strategy, and the product). 

I started with a generic usage pattern - Desktop, smartphone and tablets have usage pattern throughout the day. 

• Although tablets are a relatively newer device category than PCs or smartphones, their usage pattern is similar to that of PCs.

• There are two peak usage periods for PCs. The first is between the hours of 9:00 am to 5:00 pm and the next peak (slightly higher than the previous one) is between the hours of 7:00 pm to 10:00 pm.

• For smartphones, peak usage is more spread out between the hours of 12:00 pm to 8:00 pm. Smartphones are the preferred device during on-the-move or commuter travel hours.

• As the smartphone peak ebbs, the peak usage period for tablets begins, from 8:00 pm to 1:00 am. [Source 1]

Devices usage pattern

If you are using hosting platform like Heroku where you pay by hour, you can fine tune the resources based on the above pattern. It will save you a considerable amount of money.

Web servers, workers and cron can be adjusted based on when the product get used during the day. Instead of having, say 10 dynos, running all the time, you could deploy 10 during the peak time and then scale it down when the usage is low. 

In addition, usage pattern differs by day of the week as well. Desktop usage is low during weekends where as mobile and smartphone picks up during the weekend. This could also be used to scale the services - reduce the web servers down from Thursday and increase it on Monday where the desktop usage peaks. 

Mobile Day of the Week

I have already calibrated my application to collect data around usage, etc. It will be interesting to see how the adaptation holds up against the aggregated data.

Other key unpredictable variable is user adaption rate. I can make an educated guess and prepare for a worse spike. If it goes beyond that, it is a very good problem to have. 

Update: If your application is used worldwide, I think there is little in the way of predictability; it will be always morning or afternoon peak somewhere. 

Posted at 12:42am and tagged with: Scalability, Product Management,.

As more companies see their audiences shift to mobile or begin as mobile-only users, they don’t have a lot of time to make the transition to mobile themselves. 

Lot of companies, like Twitter, are using their web to drive traffic to mobile or direct their search traffic to mobile first. One problem though is that companies like Facebook, Zynga, etc. haven’t figured out how to make more money out of their mobile apps. 

Couple of years back, mobile was a watered down web client in terms of feature set. However, now mobile is becoming more immersive than web with the experience.

Posted at 8:26pm and tagged with: Mobile, Product Management, Web,.

The newest version of Instagram is pinning its hopes on geo-tagging, which is masked in a feature called Photo Map. And with this release, the company might have taken a first tentative step towards a unique business model. (GigaOM)

I disagree with how the new update created a business model for Instagram - it is an interesting view but nothing sort of ‘new business model emerging’ for Instagram.

Conversation in Instagram is around pictures you post and most importantly the latest pictures. With Photo Map, you get an aggregated view but it sort of breaks the conversation.

It is a speculation; just like how people speculated about Facebook / Twitter’s business model.

Posted at 10:17pm and tagged with: Strategy, Instagram, Product Management,.

A study backing up my previous post - freemium model can make money if you have a monetizing strategy. 

According to a BII analysis of App Store data, 93 percent of the top 100 grossing iPhone apps use in-app commerce. Of those 100 grossing apps, two-thirds are free.

As most the top grossing apps are games, in-app commerce is most commonly used to sell in-game currency. However, companies like Pandora and eHarmony are using in-app purchasing to sell subscriptions, while Marvel is using it to sell access to comics.  

Posted at 9:35pm and tagged with: Freemium, Product Management, Reports, Strategy,.

I was playing around with financial models over the weekend and this week to answer the question: can you make money out of freemium model?

The answer so far is: it depends. It depends on the business, objective, value the product provides, infrastructure and how you are planning to monetize your product. The biggest mistake one can make is to take one of the outliers like Dropbox, etc. as a norm – if Dropbox made money this way, why cannot we? Businesses are incompatible.

With free accounts and usage, service will get lot of users. Free users will provide good feedback, testimonials and general buzz around the product. However, free users also means load on the infrastructure. They will also increase support cost and might not be the segment you are targeting.

How do one makes money? By converting the free users. Free users will not convert by themselves - product will have to make them convert by architecting a solution to convert.

First step is finding the triggers for this conversion and it totally depends on the product. You would want the users to use the product for feedback but also make some features pay-only.

Dropbox conversion rate is 4%. That is for every 100 users, only four of them are paying for the service. These four paid users are paying for the usage of other 96 users. Dropbox did not get to 4% conversion right away – they went through lot of trial and error to get there. Forbe’s profile here would shed more light on their monetization. 

If you adapt a freemium business model your marketing cost is the free users

Products will always have to target the potential paid users, I think. One of the biggest distractions is that free users can skew the user segment and let marketing walk in a different direction in terms of targeting marketing efforts go. No matter where free customers come from, product would need to target the known potential paying customers. 

Interestingly, Dropbox stopped SEO marketing because it was bringing in lot of free users who were searching for ‘free storage’. If users are not thinking about paid storage and most definitely not pay for storage.

Next, products should architect a way to get the users to sign up for paid accounts if possible. Basecamp acknowledged that lot of paid users sign up for paid accounts upfront. They even made getting the free account little harder – deprecated getting free account link to finer point in the sign up forms.

“… The majority of the revenues for our products come from people who sign up for the paid versions upfront. So we definitely have people upgrading from free to paid, but the majority of people who are on pay started on pay… of course, more people are going to pick the free version and stay on the free version, but if you’re looking to get paying customers, ask for money upfront and you’ll have a lot better shot of getting them.” [1]

MailChimp let users use their product for a campaign but they will have to pay for the subsequent use. They showed you how easy it is for you to use their product and once you realize the ease of use, you have to pay for use. I am planning to make the product irreplaceable after few use by providing great features but also incentives to upgrade. Maybe users could use extra something when they upgrade.

 …there are thousands of instances where the freemium model works for companies, but the reason it works for these companies is that they have architected the freemium plans very very well to essentially be the equivalent of getting a cheap buffet at a nice restaurant while all the other patrons are eating their awesome steaks behind glass a few feet above your head.[2]

Other option worth exploring is to think of ways to monetize through the free users without affecting their users. Think of filters you will have to pay for in mobile apps – it is free and you can use the app without paying a cent but you could also pay for a filter or theme. That should take care of some cost.

Most importantly, take care of the free users if products could keep them around long term. Evernote notes that 2% of their free users convert after a year. It is higher than 0.5% conversion they are getting during initial sign up. Moreover, free users influence the buzz around the product. 

On the flip side, I started getting creative on ways to minimize the cost to build and host the service. Almongst other things, I emphasized heavily was on saving infrastructure costs. Figure out the cost and make sure that the service is not costly to run per person. Even if you get 4% conversion, you might not survive the infrastructure costs if it is done incorrectly. Freemium model and usage should be architected into the solution and should propagate to infrastructure.

Am I going freemium way? Don’t know but I know I will be architecting the solution to get more paid users.

Further reads:

The psychology of trial and freemium users

Why free plan don’t work

Going Freemium - One year later

Case studies in Freemium

Should you offer freemium plan: pros and woes

Posted at 11:54pm and tagged with: Product Management, Strategy, Freemium, Business Model,.